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Rebuilding the Human Resource Capital in the Road Sector

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Rebuilding the Human Resource Capital in the Road Sector

RPF

E Cape

6/7 May 2008

Background

CAPSA 07 (Summary paper; Jooste, Myburgh & Sampson)

“Overall, the review of CAPSA 07 outcomes has shown that implementation of available knowledge and tools is the domain in which most challenges remain, and in which the least progress has been made. A key cause of this is the lack of appropriate growth in human resources, and the associated loss of experienced practitioners for various reasons. A clear conclusion of CAPSA 2007 is thus that progress made with respect to asphalt pavements for southern Africa is critically dependent on human resource development, and on the development of design tools and technology transfer mechanisms that are suited to the current human resource realities of the region.”

Municipal/Local Government Capacity (cont ..)

Current civil engineering staff in local government between 1 300 & 1 400

Net loss 70 to 90 per year since late 80s

Currently 3 engineers per 100 000 population

Previously 21 engineers/100 000

If this decline continues service delivery at local government level will all but come to a standstill

Lawless Plan to Rebuild Capacity in Local Governments

Municipalities (and Provinces) to step up technical appointments and attract as many back into the sector as possible.

The public sector to offer and coordinate support and set conditions for sustainability.

Deployment of students and graduates on long-term workplace training contracts.

Consultants to second experienced municipal (provincial) staff to run departments and rebuild internal capacity.

In some instances, an “adopt-a-town” strategy whereby the private sector is appointed on a turnkey basis to address backlogs, and refurbish and rebuild long-term structures, systems and capacity per municipality

The “Bottom Line” in the Public Sector

Capacity to deliver essential services at Municipal and Provincial levels is critical and needing urgent attention

Leadership needs to be reviewed as current policies are not achieving the infrastructure delivery goals

Strong leadership required to manage the change

Time to harness, optimise and build the scarce resources available for infrastructure development and maintenance (of which roads is a major component) without the constraints of politics, age, gender and race

Private Sector Capacity(Roads & Bridges sector - after RISFSA, 2006)

Supply chain from enrolment to professional registration takes a minimum of 7 years and more than 10 years to have the required experience

Trends presented in RISFSA to 2002 with some only to 1997

More up-to-date survey urgently required to identify current trends and evaluate whether current supply will meet the needs for next 10 – 15 years

Supply of Civil Engineers, Technologists and Technicians

Observations from the RISFSA figures

Students enrolling at universities between 1993 and 1997 remained constant at 2 000/year

Students who graduated declined from 1 500 to 1 200.

Students enrolling at Technikons between 1993 and 1997 doubled from 4 000 to 8 000

Students who graduated remained fairly constant at 3 000/year.

Registered civil engineers was 6 900 in 1998 and had decreased to 6 400 by 2002 of which 20 – 30 percent (approximately 1 700) are active in the roads and bridges sector.

Registered technicians were 1 595 in 1998, peaked at 1615 in 2000 and fell back to about 1 595 in 2002.

The gap between the number of white and black engineers registering has closed significantly.

Between 1998 and 2001, the number of black registered technicians increased significantly to a point where black registrations exceeded those of whites.

International Comparisons

SA’s rate is 0.33/1 000 population

Factor of 10 lower than most other countries

Suggests the road sector needs 17 000 engineers not 1 700

Estimated Needs

Current status quo in road sector is approximately

138 000 employees

1 300 to 1 900 are registered civil engineers

RISFSA considered 5 scenarios from 2003/04

Continue with the current investment levels;

A gradual increase in investment in the road industry to R6 million per annum after 5 years;

An additional R6 billion invested within the 2003/04 financial year;

A gradual increase in investment in the road industry to an additional R12 million per annum after 5 years;

What can we DO?

“The shortcomings identified with road service delivery include to a large extent failure in coordination processes, structures and mechanisms” (eg COLTO/COTO)

Roads Coordinating Body (RCB) proposed as a critical element to streamlining and coordinating service delivery across all spheres of government

Functions of the RCB

To oversee technical studies that are commissioned by the DOT in consultation with roads authorities, to determine the state of the road network, identify key challenges and backlogs and determine future requirements;

Identifying and scheduling key priority areas jointly with roads authorities in order to allow the latter to prioritise the allocation of funds;

To collect information and oversee the development of policies and models in order to advise roads authorities on roads planning, prioritisation and financing strategies and delivery management processes;

Facilitation, coordination and oversight of the development of strategies, plans, standards and guidelines for road service delivery in line with government priorities;

Coordination of road sector support, including other relevant stakeholders eg: SALGA, DPLG and National Treasury, for the implementation of key government programmes;

Monitoring and evaluation of roads service delivery in order to ensure that investment achieves the desired impact; and

To promote the implementation of the recommendations of the strategic framework

How will this be achieved without building HR capacity and skills?

Road Engineering Coordinating Body(RECOB)

Strategic coordination of human capital development in the road sector in line with the RISFSA document with alignment of the road sector initiatives to the broader skills development initiatives driven by the Government’s Joint Initiative in Priority Skills Acquisition (JIPSA);

Coordination of education at tertiary institutions and through the SAQA/CETA structures;

Information sharing and dissemination for continued professional development;

Coordination and management of best-practice documentation, standards and specifications in support of RCB initiatives;

Coordination of research activities in support of best-practice;

Road Engineering Coordinating Body

Strategic Support & Coordination of Skills Development

Information sharing & dissemination

Education & Training Coordination

Best-practice documentation

Research Coordination

RECOB Strategic Trust Areas

RECOB

Support structure to RCB and RISFSA

Private sector driven for quick implementation

Management Executive of sponsor organisations

Public/Private Advisory Board

Independent coordinating interface for road engineering

Should not run courses in competition to current service providers (eg SARF, AsAc, C&CI, tertiary institutions)

Process driven by RPF sponsors

Business plan prepared for discussion

Questionnaire

Conclusions

MTEF shows the road sector is entering a growth phase

15 years of a depressed industry allied alternative priorities and agendas has left the industry seriously depleted in skills and capacity at all levels

Current capacity will not meet the delivery targets

Foreign recruitment a reality in short term

There is no quick-fix solution

Based on a 5-year scenario

7% annual increase across all skills levels

9 230 extra in year 1 to 47 000 in year 5

1 000 extra skilled professional increasing to 5 000

15 year window to transfer knowledge and build a vibrant and experienced work force

Needs to be supported by a sustained road infrastructure growth strategy

Conclusions cont..

Large fluctuations in funding should be prevented for sustainability

Don’t pull the plug in 5 – 10 years!!

Capacity at Provincial and Municipal levels is a serious bottleneck to delivery and requires urgent attention

Coordinated approach to skills development and capacity building in the road sector is an essential prerequisite to improving efficiency and effectiveness of road sector delivery

RECOB established as a matter of urgency in support of the RCB to coordinate skills development and associated best-practice support documentation to facilitate the rebuilding of human capital